In these days of severe skills shortages and the so-called ‘war for talent’ it is absolutely essential in any recruitment process that the relationship with candidates is handled properly. Talented individuals are likely to have more than one option for their next career move; they will weigh the options carefully to ensure that each step is taking them down a road they want to travel; and they will know their worth. The Dickinson Smith Buss team has put together some important guidelines on this other version of CRM – Candidate Relationship Management.

• As you might expect, getting it right starts early – before there is any contact with candidates. A proper job description; clear reporting lines; well thought out objectives and responsibilities; a workable and realistic candidate specification; and a full statement of likely salary range and expected benefits are all essentials if the process is to run smoothly.
• It is also highly desirable to plan the process itself – particularly the likely timetable. There is no reason why dates for shortlist interviewing shouldn’t go in the diary before you advertise or begin a search. It gives everyone a clear target to aim at and avoids some of the panic to match up several hectic diaries later on.
• Accepting that there will always be some need for confidentiality, it is nonetheless desirable to provide candidates with as much information as possible as early in the process as possible – but at the same time to recognise that the candidates themselves may be sensitive about giving too much away (particularly in a search).
• Keep the process moving along from your side and always be prepared to explain any delays. Don’t keep candidates hanging on for the sake of it – make a decision, even if it’s ‘no’.
• At the same time, be prepared to be flexible – be sensitive to the candidate’s own work and time commitments. Be flexible about interview times and locations; don’t re-arrange at the last minute unless it is absolutely unavoidable; provide confirmation letters, maps etc.
• Plan interviews thoroughly and structure them in a way that enables you to make the best use of your and the candidate’s valuable time. A well-planned meeting should avoid the need to keep bringing a candidate back – one further meeting is acceptable and probably desirable but two, three and even four further meetings are unnecessary and will put the candidate off completely.
• Be vigilant about the ‘little things’. Most managers have stories about being put off by a candidate’s mannerisms, or dress sense, or some small indiscretion; well, it works both ways. Try thinking of a candidate as if he/she were a visitor from a major customer. What differences would there be in the way you handle the meeting?
• Don’t offer your preferred candidate a lower salary than that displayed in the advertisement or the job brief; and don’t decide to withdraw a benefit at that stage. There may be odd occasions when the job is redefined to fit a different type of candidate but on the whole you should stick to the value you put on the job at the start.
• And make sure the offer letter goes out promptly after a verbal offer has been made and accepted – the candidate is probably keen to get things tied up so strike whilst the iron is hot. Again, help the candidate with as much information as you can – particularly if relocation is involved. Have an up to date file of housing costs, schooling etc so that these sorts of crucial family issues can be dealt with smoothly and quickly.
• At all stages, treat candidates with the respect and consideration they deserve – as talented and committed people who have taken the time to show interest in your business and who just might be able to make a major positive impact on it in the near future – if you get it right and recruit the best.

And, of course, the all important message – work with consultants who understand Candidate Relationship Management, who can act as effective and sensitive intermediaries, advising you and the candidates, and ensuring that the process goes as smoothly as possible.